TY - CHAP A1 - Pittke, Fabian A1 - Leopold, Henrik A1 - Mendling, Jan A1 - Tamm, Gerrit T1 - Enabling Reuse of Process Models through the Detection of Similar Process Parts T2 - Business Process Management Workshops N2 - Many companies use business process modeling to support various improvements initiatives leading to an increasing number of process models. Typically, these models are stored in a collection containing several hundreds of process models. In many cases, process models are overlapping, although parts could be easily reused saving costs and efforts. Different labeling styles and evolving process models complicate the detec- tion of reusable model parts. In this paper, we propose a novel approach for the detection of equivalent and similar process model parts that ex- ploits semantic comparison of activity labels and behavioral comparison of control flow. We evaluate our approach on the SAP Reference Model, a collection with 604 process models. The evaluation reveals insights for the thresholds of semantic and behavioral similarity of process models as well as their influence for similar process part detection. Hence, we identify five candidate groups with specific similarity properties that contain reoccurring process parts. KW - Business Process Modeling KW - Similar Process Part Detection KW - Semantic Similarity KW - Behavioral Similarity Y1 - 2012 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:0298-opus4-40 SN - 978-3-642-36284-2 SP - 586 EP - 597 PB - Springer CY - Berlin ER - TY - CHAP A1 - Towers, Ian T1 - Learning how to be a modern manager while sitting on the sofa: the role of television in diffusing and legitimising management practices T2 - EGOS Conference 2013, Montréal N2 - What processes must have taken place so that HR managers or operations managers somehow ‘know’ that they have to do things differently from the way they did things five or fifteen years ago? How do they learn what the latest management trends are? The creation and diffusion of management theories and practice is generally viewed as a three stage process: business schools and consulting firms produce the knowledge, the business press disseminates it, and then there is a process of legitimization as these theories become part of ‘common sense’ and form the standard managerial discourse through their representation in non-business media. An ever increasing amount of attention has been paid to the first two of these stages, but relatively little has been paid to how management knowledge might be diffused through other methods. This paper is an attempt to address this gap. KW - Management Knowledge KW - Television KW - Knowledge Diffusion Y1 - 2013 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:0298-opus4-352 ER - TY - CHAP A1 - Schubert, Johannes A1 - Mautsch, Erik A1 - Stantchev, Vladimir A1 - Tamm, Gerrit T1 - Rechtliche Rahmenbedingungen für die Datenerhebung durch AAL-Infrastruktur bei der Pflege N2 - Bei der Datenerhebung und -verarbeitung durch AAL-Infrastruktur im Pflegesektor sind rechtliche Rahmenbedingungen zu prüfen, die die Nutzung der Messdaten juristisch zulässig machen. Hierzu wurden die in der praxisnahen Pflegeliteratur dargestellten Rechtsnormen zusammengefasst und kategorisiert. Somit ließ sich ermitteln, welche Daten als schützenswert zu definieren und mit welchen Sicherungsmaßnahmen zu versehen sind. Auf dieser Basis kann ein Ansatz präsentiert werden, der eine rechtlich unbedenkliche Absicherung aller technischen Elemente bei der Implementierung einer AAL-Infrastruktur in der Pflege ermöglicht. N2 - For collecting and processing data with AAL infrastructure in the nursing sector, there are legal rules to examine to build a legal framework for the usage of these measured data. Therefore, we consolidated and categorized legal norms presented in the practical orientated nursing literature. Consequently, we identify which data can be defined as worth protecting and which measures of protection are possible for them. On this basis, we present an approach for a legally safe usage of every kind of technical elements within the implementation of AAL infrastructure in the nursing sector. KW - AAL KW - Datenschutz KW - Smart Items Y1 - 2013 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:0298-opus4-2607 ER - TY - CHAP A1 - Towers, Ian T1 - It didn't work out like we thought it would: understanding unwanted outcomes of a planned organizational change T2 - XXXIII Sunbelt Social Networks Conference of the International Network for Social Network Analysis (INSNA), Hamburg N2 - Keine Angabe No details KW - Organizational Change KW - Unwanted Outcome Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian T1 - Organizational Change: Processes and Levels T2 - 15th IAMB Conference, Lisbon N2 - Keine Angabe No details KW - Organizational Change Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel T1 - Change journeys, language and reflexivity T2 - 8th International Conference in Critical Management Studies, Manchester N2 - When planned organisational change happens, the members of the organisation experience it in different ways at different times. Their “change journeys” begin with the original response to the change initiative and they pass through a sequence of steps from the initial realisation that there is a discrepancy or inconsistency with pre-existing schemas (i.e. when the individual learns of a change, or perceives that there has been a change) to an actual change in their own schemas (George and Jones, 2001), which is the point where the change journey has (temporarily) ended and the destination been reached. Such a journey becomes possible when individuals start to question their own position(s) in regard to the change, when they start taking into account their own reactions to it together with developments and responses to the change initiative at the meso and macro-level over time. As individuals reach different understandings about themselves during the change process, their change journey itself changes: they may set out for a new destination, or continue to the original destination but follow a different route. Much of the literature on reactions to change ignores the tendency of individuals to pay attention to their own reasons for how they react and tends to view responses to change–especially resistance– almost as an involuntary reflex rather than as part of a complex process of interpretation and action carried out by self-aware individuals. This paper reports on how reflexivity is a vital aspect of the change journey. We carried out a longitudinal, multi-level qualitative study of a planned change initiative at PCo, the Canadian subsidiary of a European pharmaceutical company, which involved the introduction of a new organisational structure– the creation of a matrix structure. Grounded theory was used to guide the research. More than sixty in-depth interviews were carried out over a period of eighteen months. The data from these interviews were supplemented by quantitative data. We describe how members of the organisation thought through what the change was “really” about and what it meant for them. They told stories and passed on anecdotes, which provided a way of demonstrating their own analysis of the change and their role in it, and of then building on this in order to achieve particular goals, like simply securing their own position or moving up the career ladder. We show that there was an element of playfulness in these processes. The employees analysed their own position and changed this according to developments in their groups and in the organisation. For some, it was like playing a game where they had to react to what was going on and change their tactics and strategy. This could then meant replanning their own change journeys. In analysing this process, we pay particular attention to the role of language. Language is not simply a mechanism of communication, but rather a fundamental aspect of organisation and organising (eg Westwood and Linstead, 2001). One view is that organisation exists only through language, leading to views of organisation as text, or as narrative, or as constituted in discourse (e.g. Mumby and Clair, 1997). So there is great value at investigating discourse during change processes because language, in the form of conversations, stories and rumours, is a significant factor in the way change is conceptualised (Balogun and Johnson, 2005). Conversation – “language-based interactions of individuals within organisations” (Woodilla, 1998: 33)– is one of the most common forms of communication in the workplace. Studies of managerial activities (e.g. Mintzberg, 1973) have shown that managers spend a large part of their time in carrying out oral communications. The act of conversation and the content of conversation produce action (Hardy et al., 2000), which indicates why conversations can play an important part in a change process. The way in which organisational members negotiate meaning in the change process is through discursive practices and textual objects (Anderson, 2005). Indeed, coherent language use can play a significant role in the outcome of change initiatives (Sillince, 1999) and there are fragmented and competing discourses within an organisation during a change process. Stories play a significant role in the creation and maintenance of meaning in organisations. Stories are passed from one person to another through conversation, and storytelling is “something done around the water cooler” (Boje at al., 2001: 166). The informal nature of storytelling does not mean that it is not important. Boje (1991) shows how the use of stories enabled change to take place, as when an executive's storytelling enabled him to convince colleagues to move in new direction. Indeed, Tsoukas (2005) argues that organisational change is the process of constructing and sharing new meanings and interpretations of organisational activities. Discourse, then, is a mechanism through which change happens and through which change journeys are planned and re-planned and made. The members of an organisation use discourse in all its various forms to reflect on and change (or not) their own position and to influence the change journeys of others. KW - Organisational Change KW - Language Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel T1 - Become a responsible manager by watching TV T2 - 27th Annual Conference Managing to Make a Difference, Liverpool N2 - Keine Angabe No details KW - Management Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Towers, Ian A1 - Ternès, Anabel A1 - Shauchenka, Natallia T1 - Testing the impact of gamification on the interest in urban planning T2 - 12th Annual Worldwide Forum on Education and Culture, Rome N2 - Keine Angabe No details KW - Urban Planning KW - Gamification Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER - TY - CHAP A1 - Ternès, Anabel T1 - Sustainable Customer Service as Success Factor in the Airline Sector T2 - 1st International Civil Aviation Symposium (ICAS), Cairo N2 - A high number of airlines has been switching its business concept from fixed prices for economy or business class to a system of bundles, where customers can choose among a different set of services and book flights to different prices, depending on their individual preferences. This paper aims at finding out which services are those consumers regard as most important and what therefore makes an airline a sustainable choice in terms of service. For that purpose a survey has been conducted for approx. one week, where participants have answered a set of questions online and offline. In the second chapter, the authors will explain certain ground assumptions of online consumers, stressing the importance of user-friendly websites as well as the cost of the most popular extra services offered by regular airlines and also low-cost carriers. Keeping this in mind, the survey’s results will be presented in chapter four. 105 participants gave their opinion on what makes an airline’s service sustainable to them, the result being a mixture of good cabin crew soft skills, a minimum degree of comfort and efficiency throughout the whole time of purchasing a flight, being on board and leaving the aircraft. A user-friendly booking procedure as well as being able of leaving the airplane fast and receiving its luggage without further waiting has - according to the survey - won over seats in the front row, high-quality menus and entertainment programs. Even the sustainability aspect having been regarded as a factor of high-quality services, is not a major criterion for travelers. What in most cases makes an airline sustainable for passengers is friendly personnel. The bundle systems are preferred, since the cabin crew aspect has not vanished completely in the airline sector, even among low budget airlines. To receive transparency and flexibility when booking a flight, saving money but knowing that a certain quality will almost always be delivered through soft skills on board could be the reason why passengers feel more comfortable with the new business concepts. KW - Customer service KW - Success KW - Airline sector Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Full text due to copyright not available. ER - TY - CHAP A1 - Ternès, Anabel A1 - Mittelstädt, Alexandra T1 - Using Facebook for Political Action?: social Networking Sites and Political Participation of Young Adults T2 - (Mis)Understanding Political Participation: ECREA Symposium, München N2 - Keine Angabe - No details KW - Facebook KW - Social media KW - Social networking KW - Political participation Y1 - 2013 N1 - Volltext aus urheberrechtlichen Gründen nicht verfügbar. Fulltext due to copyright not available. ER -